Project Management

Guy Gbiorczyk

Seasoned management consultant

Cell: (1-416-***-****

Home: (1-416-***-****

**********@*****.***

ca.linkedin.com/in/guygbiorczyk

SKILLS & COMPETENCIES

Operational Strategy - Business imperatives assessment & Future state mdeling - Oprational Management - Business

review - Organizational development & readiness - Revenue growth - Asset Management - Industrial footrpint

optinzation - Supply chain strategy & management - Pricing & Pricing transfer strategy - Change Management -

Lean & performance management – Facilitation and mentoring

PROJECT

To be part of a global & multicultural company improvement / trouble shooting team as internal or external

consultant with Change management in context of acquisitions / restructuring / new strategy deployment

including social and management leadership risks factors for operations / countries. Development of a

responsibility and accountability driven performance culture.

BIO

Guy has been working internationally for twenty five years. He has done a substantial amount of work in

organizational development, core competencies and management capabilities assessments, assessing strategic

risks, leading change management and performance management programs (i.e.: from systemic business review

to roadmap design and implementation program) in multicul tural and complex environments. His approach and

methodology have enabled leadership and management skills improvement while impacting EBIDTA, processes,

asset utilization, productivity, accountability and teamwork. Along with the executive management’s

involvement, Guy develops a bottom to up and cross-functional approach, hereby creating corporate strategy,

values alignment and engagement and financial results.

Guy has developed a unique approach to business, using mathematics to understand behavioral p attern and to

forecast the likelihood of events, creating corporate DNA equation with tangible and intangible dashboards.

Guy has a Bachelor's Degree in Industrial Organization & Logistics from Paris XII University, Masters in Finance from

WIBS (former IPME) Paris and in International Commerce from the CIEM San Francisco, holds certifications in

Transportation & auxiliary services for people & goods, professional development courses in strategy for executives

form DC Gardner Group London. Guy is also a Char tered Logistician member of ASLOG (French logistician

association).

Guy speaks English and French fluently and is conversant in German, Polish, Spanish, Afrikaans and Portuguese.

Guy has a bicultural background (Polish and German), was raised in Germany an d France, studied in France and

USA, lived in France, Australia, South Africa and Canada, worked in more than 25 countries in Europe, Australasia,

Africa and Las Americas.

Guy is married to a French Canadian Math teachers, has two children who are pursuing their doctorate.

Guy is internationally mobile for travel or relocation.

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Experience

Sigma Resources Consulting

Vice President Business Review & Operations

Canada, USA, LATAM, Europe

April 2013 - current

As part of the founding start up team developed Sigma Resources positioning on the Market : Client facing, Trade

show representation (PDAC).

Secured partnership agreements with other Subject Matter Expert firms to strength Sigma Resources offer ing to

selected market industry.

Whilst initiating footsteps for the company generated revenue:

Sigma Resources Channel : CAD $ 1.500.000

Sub-contracted work to other consulting group : C AD $ 600.000

Sigma Resources direct client work:

FMGS Manufacturing Client (Canada)

Objectives: To sale a COGS reduction program generating Cad $ 8.000.000 EBIDTA impact (Transportation Costs,

Space Rental, Productivity, Penalties)

Results: Sold a CAD M$ engagement program generating a CAD M$ 11 EBIDTA impact. Managed Self-improving

forecast tool development. Client business vision raised from 2 days to 15 days window with a 96% accuracy,

changing local vision management to fully national integrated capacity management. The program was

developed on 3 major location then rolled out via Know How transfer to the other 24 locatio ns.

Call Centre (France, Czech Republic, Australia, Mauritius)

Objectives: 5 years strategic business plan review with roadmap implementation plan development to generate

20 M€ revenue increase. (France, Czech Republic, Mauritius, Australia) .

Results: Conducted bottom to top mind mapping sessions involving all employees from the 4 BU’s. Developed a

global unique corporate DNA equation to ensure organization readiness. Using mathematical modeling,

uncovered current new Cloud computing system shortfall and proposed a predictability component to fine tune

work volume needs to capacity equation. Implementation program is currently being design and will enable client

to reach its 2019’s objectives in 2017 translating in M€ 24 NPV.

Subcontract Work: Business reviews:

Open pit & underground Mines (Brazil)

Objectives: To lead 2 open pit and an underground ore mine with 2 mills business review in northern Brazil, assisting

client identifying reals 15.000.000 cost reduction and sell on behalf our the contracting consulting firm a Reals

2.500.000.

Results: Through a complete strategy and operation review using value stream map and gap analysis

demonstrated a more efficient way to impact EBI DTA. Shifted client’s paradigms form head cut exe rcise to

productivity and metal recovery. Business review demonstrated Reals 45.000.000 opportunity. Sold a Reals

3.6.000.000 project.

Demonstrated 3 times more potential Reals 45.000.000 through objective re-focus: Metal recovery an overall

equipment efficiency instead of headcount reduction. Project currently was successfully completed in 2103.

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Retail (France, Benelux, D.A.CH)

Objectives: To Identify, quantify and new strategy to bring back European entities to profitability. Targeted N+4

EBITDA was to be 10% of sales

Results: Through a deep Sales channel, market segmentation, competitors, price structuring, sales force

effectiveness and market coverage analysis, identified several axes to optimize operation readiness and

competitively and profitability. The gap analysis highlighted a lack of value proposition resulting in poor sales force

effectiveness.

Sold engagement to the European entities and to US head office an organization development program design

with aim to re-position value proposition offering and expectation by market segments. The design program aimed

to generate € 10.000.000 and to achieve corporate objectives 2 years sooner than originally planned .

Engagement currently on going.

Chemistry and application: concrete forming (USA-Canada)

Objectives: To sell US $ 2.000.000 engagement by developing and leading the business review focusing on supply

chain.

Results: Demonstrated through a value stream map covering S&OP to client delivery a potential US$ 22.000.000 in

COGS potential reduction using “should costs” model, indices & future footsteps. Project sold value was US $

2.000.000. Project completed in 2014 generating 28% in material cost reduction and EBI DTA impact of 7%.

Hitachi Consulting former Celerant Consulting

Director of Analysis

Canada, USA, LATAM, Europe, Africa

March 2011 – March 2013

Assigned to Mining & Metal industry sector as main focus and in support to other sectors. As subject matter expert

re-defined the global “Mine to Mil to Market” Global company approach. Developed internal training manuals

for Soft and hard rock mining (covering all process steps).

Lead Fortune 1000 company business reviews in Canada, Sweden, Brazil, South Africa, Switzerland, UK, and USA.

Sold multi-million dollars consulting programs ranging from US $ 2.200.000 to 3.900.000 in Mining, chemical and

manufacturing sectors. Conversion rate from analysis to engagement 85%.

Developed mathematical tools to identify and quantify opportunities (tangibles and intangibles), creating a

unique benchmarking analysis on companies” symbiocraty”.

Introduced mandatory on-boarding deck for each business review.

Examples of business reviews:

Soft Rock Mines (Canada)

Objectives: To lead and sell the first Business review Potash commodity (soft mining) in Canada . To demonstrate

Celerant’s mining operation understanding and ability to increase underground mine by 20% and mill efficiency

by 3%.

Results: Using a systemic approach, sold a US $ 2.800.000 engagement and d eveloped the roadmap to achieve

targeted results.

The successful completion of this project generated 7 more-work engagements enabling Celerant consulting to

become client prefered consulting service provider.

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Hard Rock Mines (Turkey)

Objectives: To sell a multi-million mining engagement for the European BU in Turkey. To use this opportunity to

develop and train a European mining newly formed team. To engage know -how transfer to client’s employees

right from the start of the business review.

Results: Sold M$ 2.5 engagement with a client return on investment of 1 to 8. Introduced all mine and mill study

book and conducted on site training (internal and task -force).

Project exceeded targeted results through metal recovery increase up to 4%, Sha ft and other equipment

availability increase.

Hard Rock Mines (northern Pole Sweden)

Objectives: To sell a multi-million mining engagement for the Nordic BU in Sweden inside Northern Pole. To train

team member on Hard rock mining improvement methodologies.

Results: Sold € 3.200.000 12 month engagement program Project targets were a 3 % increase ore availability to

be shipped from Narvik port. Successful project completion generated harbor operation effectiveness review.

Food processing, from the hatch to the plate (USA)

Objectives: To replace (on short notice) the food industry analysis direct or and to take over the review from

hatchery to processing plant leading the livestock aspect s.

Results: Demonstrated significant opportunity in pullet’s mortality reduction through simple solutions to what

appeared to be complex problems. Agreed solution implementation generating 3 % mortality reduction during

impactibility workshop with client’s employees (ranging from worker to VP)

Port operations (Brazil)

Objectives: To sell for the LATAM business unit a logistic project in port operation in Santos Brazil, with the objectives

to improve loading capacity for 2 years while new port facilities were to be completed.

Results: Sold M$ 2.0 project focusing on heavy equipment maintenance program an d OEE with an increase of 20%

in handled tonnage.

Utilities and Construction (Canada)

Objectives: Came to support the business review team, working with client CFO to develop, agree project

improvement measurement model.

Results: Developed and agreed new methodology using mathematical modeling to create base line of reference,

Methodology was then used for billing purpose by the client himself for all Util ities and construction project in

Canada.

Utilities and Construction (USA - Canada)

Objectives: Supported the Private Equity group on asset optimization program, identifying operational

opportunities through industrial transfer from Canada to US locations.

Results: The asset rationalization program enable the client to increase its ROI generating a US $ 10.000.000 extra

bottom line revenue.

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Proaction International Groupe Conseil

Director of Analysis

Canada, USA, Europe

June 2009 – March 2011

Conducted over 80 analysis in Canada, USA, France, Poland and Germany.

Lead all European analysis leading the company to open a French subsidiary for the European market.

Mentored and coached less senior business analysts.

Developed new company service lines: Yield, Purchasing, and Healthcare.

Examples of business reviews:

Food Processing (France - Germany - Poland)

Objectives: To sell to the client’ European plants the Canadian demonstrated ability to improve results (6 successful

projects in Canada and US), taking into account European laws and culture.

Results: Sold 7 client engagements over 18 month period, resulting in the establishment of the European division..

Developed a holistic raw material approach from field to warehouse to processing plant t o optimize harvesting,

client demand and reduced waste. While working on this aspect, we realized that cutting table were not

dimensioned for summer product generating waste within the range of M€ 2 -3 per year per plant.

Healthcare (Canada)

Objectives: To sell the first healthcare engagement of the group in Quebec province, demonstrating how private

business principles could apply to public sector, enhancing service level to the population without cost increase.

Results: Sold consulting engagement which generated 700 more surgeries per year with the same capacity. This

project generated many more within Quebec provincial Healthcare system resulting in the setup of Proaction

“Santé” Health) division creation.

Manufacturing (Canada)

Objectives: To sell a COGS engagement improving buyer negotiation skill effectiveness to reduce raw material

costs. This was a second engagement with this client.

Results: Sold CAD $ 10.000.000 reduction in purchasing cost program.

Developed a mathematical formula and specific supplier dashboard to appraise buyer effectiveness.

Quote from the GM “If I had these tools when I was a senior buyer, I would have make a kill”.

Grant Thornton

Project Chief

Canada, USA, France,

February 2000 – June 2009

Joined the practice to support a two and a half year cost optimization program and implementation of a global

activity base cost system.

Over these past 9 years, my team and I have generated over $300M in value for Pharmaceutical, Consumer

Goods, Technology, Retail, mining and Manufacturing companies .

Transferred to Canada to manage a global manufacturing program covering France, Canada and USA.

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Examples of project realization:

Pharmaceutical (France - Canada - US)

Objectives: to implement a global (3 countries) cost optimization program rolling out “best in class” practices

within the group aiming at 20 % productivity improvement.

To implement a global activity cost system in conformity with Sarbanes Oxley Act and the introduction of IFRS

norms.

Results: Improved productivity by 20 % in vaccine production, raised incubation process capacity by 25 %,

reduced usage of production temporary workforce by 15 %, Centralized AP/AR from production plant to country

organization and enables the client to avoid shortage of flu vaccines in USA.

Healthcare (Canada)

Objectives: To help Newfoundland health authority to free up space for their new services and to self -fund the

asset utilization re-organization. To review the complete supply chain process and inventory management to

support this foot print re-organization.

Results: Developed for all provincial warehouses: space requirement simulation tool, defined with medical staff all

critical and inventory levels, reviewed and redefined all supply chai process from suppliers to end users (patients)

resulting in nurse administrative time reduction by 15% . This free up time was re -deployed towards patient care.

Centralized some support functions (Laundry, Printing, archives

Healthcare/ call centre (Canada - USA)

Objectives: To increase revenue growth by 10%, accelerating Sanofi-Pasteur North American market penetration,

and doctor’s awareness of Sanofi-Pasteur vaccines and medicines.

Results: Managed organization development project involving: KAM management sales force (40 people)

Telesales force (80 people), customer support departments (50 people)

Re-developed the value proposition with customer relationship fundamentals, repositioning salesmen and

telesales representative’s role in this new context (Value proposition, Account development).

Revue growth generated during the project: US $ 10.000.000.

Mining (Canada - USA)

Objectives: To manage all 3 engagements in Labrador: OEE for heavy equipment, pallet plant rebuilt Contractor

management project. Pre-Post blast operations.

Results: Managed all engagements achieving targeted results.

25% OEE improvement: (fleet maintenance turnaround)

20 day reduction for the pallet plant overall to initial contractor plan.

27 hours reduction of the pre-post blast operation cycle: 40% time reduction

Manufacturing (Canada - USA)

Objectives: To manage a productivity improvement program targeting 20% increase.

Results: Upon successful completion of the productivity improvement program, sold more work engagement

covering Sales force effectiveness and roll out of the new industrial plan introduction of new production line).

Support Client Financial department in their SRED program resulting in CAD $ 280.000 tax deductions.

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Fishery (Canada - Northern Atlantic)

Objectives: To sell and to manage engagement covering Clam fleet effectiveness (ashore turn around, fishing

time at sea)

Results: Working with incentive paid fisherman crew we reduced shift daily sanitation time by 45 minutes (X4).

We undertook a complete VSM engaging all crew members from Fisherman to captain resulting in reducing

process overflow by 15%.

Under covering mechanical issue with pressure loses at dredge level, shortage of critical spare parts, equipment

technical improvements.

Results translated in 1 extra fishing trip per yea r per vessel, valued at processing plant price CAD $ 390.000 per

vessel.

But the most important achievement of this project was to create a new fishing mentality using the paradigm “sea

is like a filed”

Manufacturing (Canada)

Objectives: To review both national and international distribution strategy . To reduce transportation costs and to

implement SKU’s rationalization.

Results: For the international market (Russia) implemented “EX factory” method avoiding product transit to

national warehouse, resulting in space free up and reduced indirect man -hours utilization.

On national basis re-organized warehouse management and distribution processes, using improved forecasted

demand methodology.

Financial results achieved by the project were CAD 0$ 3.000.000

A.M.P

Vice President of Operations

France

January 1994 – December 1999

After company data analysis, developed a transportation model enabling to predict on time delivery with range

of 2 minutes for Paris and suburbs areas.

Implemented new business line generating 25% extra revenue to the company.

Conducted external growth through the acquisition of Transport Vothelin.

Examples of achievements:

Ministry of US Defense (US)

US Ministry of Defense Selected transporter for the 50 th D Day commemoration. While AMP service offer was

rejected by French authority, managed to be directly contracted by the US government (Lt Colonel Sullivan).

More than the revenue this contract enabled AMP to build up its reputation to be known as a profes sional

company.

National Association for handicapped people (France)

Signed 3 years” Carte Blanche” fleet management contract with a French association for disable people for their

summer vacation activities: (120 locations, 6000 people to transport).

Contract generated 10% cost reduction for the client.

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Byrne Feming – Doctus PLC

Presenting Analyst

South Africa, Zimbabwe, Swaziland, Mauritius, Thailand, Russia, Philippines, Malaysia, UK

January 1989 – December 1992

After 6 months promoted to Analysis Manager then 6 months later to Presenting Analyst.

Sold over 40 multi-million Rand engagements as Presenting Analyst to fortune 1000’s companies

Lead all out of South Africa business reviews (Mauritius, Thailand, Philippines, Malaysia, Zimbabwe, and Swaziland.)

and successfully sold engagement on every international assignment.

Examples of business reviews:

Mining (South Africa)

Objectives: This first mining business review had two objectives: one to sell the first mining engagement, second

to demonstrate the group’s ability to apply its expertise into the mining industry

Results: Sold R 5.000.000 project in the deepest mine in the world (3700 metres), which generated a throughput

increase of 20%.

As result of this outstanding results, the company extended its activity within the mining sector in South Africa,

Zimbabwe.

Retail (South Africa)

Objectives: to sell revenue growth program increasing company revenue by R 20.000.000 and to design the

program road map with the executive management team

Results: This program was designed in 11 languages to respond to national coverage (English, Afrikaans,

isiNdebele, isiXhosa, isiZulu, Sesotho sa Leboa, Sesotho, Setswana, siSwati, Tshivenda, Xitsonga).

Resulting of this project we did more work with PEP Store Group (Shoprite) in South Africa and supported its UK

expansion.

Aviation (South Africa)

Objectives: To sell aircraft maintenance turnaround improvement reducing maintenance costs and late

departure penalties.

Results: Sold R 4.000.000 phase 1project in Johannesburg main SAA maintenance facilities with roll down phases

to all South African airport.

Project generated a 20% maintenance effectiveness improvement resulting in On Time Departure (maximum 15

minutes to scheduled time).

SAA projects opened door for the company to do some work with Air Mauritius, Phil ippines and Malaysian Airlines.

Petroleum (Thailand)

Objectives: This business review was atypical as it lasted 3 months. Our aim was to demonstrate financial

improvement developing a simulation tool built specially for Thailand.

Results: Developed simulation tool from refinery to petrol stations, supporting implementation of a 10 year new

strategic plan. Targeted results up to US $ 100.000.000

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SEMA – METRA Group

Project Chief

France, UK, Sweden, Spain, Italy, Luxemburg, Switzerland, Australia, South Africa

September1985 – December 1988

Worked on modeling tool development for 6 months then assigned to operations to work at client locations.

Promoted Installation manager in 18 months then project chief 6 months after .

Worked on Lean Six Sigma, Continuous improvement, process re-engineering projects generating a minimum of 3

to 1 return to clients.

Assigned to the new Australian market dedicated team to support project result delivery and to transfer technical

knowledge to new hires.

Examples of Projects

Objectives: To deliver a 20% open pit dragline through-put production

Results: After 6 weeks of field observations, understood that dragline operators were not moving the equipment

with the same pattern generating rework for the next ship.

Developed movement maps, agreed trial movement period between shift operators resulting in operator

selection of best practice.

From this success this method was deployed to other mine projects such as Mont Isa .

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